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FBO DAILY - FEDBIZOPPS ISSUE OF APRIL 05, 2017 FBO #5612
DOCUMENT

C -- VISN-20 Integrated Planning - Attachment

Notice Date

4/3/2017
 

Notice Type

Attachment
 

NAICS

541310 — Architectural Services
 

Contracting Office

Department of Veterans Affairs;Office of Construction and;Facilities Management (003C4E);1175 Nimitz Avenue, Ste 200;Vallejo, CA 94592
 

ZIP Code

94592
 

Solicitation Number

VA10117R0333
 

Response Due

4/10/2017
 

Archive Date

7/9/2017
 

Point of Contact

Reginald L. Berry
 

E-Mail Address

Contracting Officer
(reginald.berry@va.gov)
 

Small Business Set-Aside

Service-Disabled Veteran-Owned Small Business
 

Description

Statement of Work VA Integrated Planning (VAIP) Northwest Veterans Integrated Service Network (VISN) VISN 20 A. GENERAL INFORMATION 1. Title of Project: VA Integrated Planning (VAIP) for VISN 20. 2. Scope of Work: The Contractor (Consultant) shall provide all resources necessary to accomplish the deliverables described in this Statement of Work (SOW). The Contractor shall be responsible for the following: The Contractor shall develop a VA Integrated Plan (VAIP/IP) for VISN 20 consisting of the following: 5 Markets Alaska Inland North Inland South Western Washington South Cascades 8 Health Care Systems (VHA) Alaska Healthcare System, Anchorage, AK Mann-Grandstaff VA Medical Center, Spokane, WA Jonathan M. Wainwright Memorial VA Medical Center, Walla Walla, WA Boise Medical Center, Boise, ID Puget Sound Health Care System Seattle Division, Seattle, WA American Lake Division, Lakewood, WA Portland Health Care System Portland Division, Portland, OR Vancouver Division, Vancouver, WA Roseburg Medical Center, Roseburg, OR Southern Oregon Rehabilitation Center, White City, OR 4 Regional Offices (VBA) Regional Benefit Office, Boise, ID (owned) Regional Benefit Office, Portland, OR Regional Benefit Office, Seattle, WA Regional Benefit Office, Anchorage, AK (owned) 6 National Cemeteries (NCA) Eagle Point National Cemetery, Eagle Point, OR Willamette National Cemetery, Portland, OR Roseburg National Cemetery, Roseburg, OR Tahoma National Cemetery, Kent, WA Fort Richardson National Cemetery, Anchorage, AK Sitka National Cemetery, Sitka, AK The Contractor will follow the VAIP process as indicated in Figure 1 and as defined in the VAIP Handbook dated May 2014. The VAIP effort consists of both service delivery and facility planning. It includes consideration of assets and services of all three VA Administrations (VBA, VHA and NCA) operating real estate or facilities within the VISN boundary. The IP process results in a long-range vision for delivering services to Veterans through development of Market-based Service Delivery Plans (SDP) and Facility Master Plans (FMP). SDPs will recommend improved access to services through capital and non-capital solutions. The IP Report will be utilized by VA to support annual budget preparations and for Strategic Capital Investment Planning (SCIP). The Contractor will lead VA representatives through the planning process as illustrated in the Work Flow Diagram (Figure 1). 3. Performance Period: The period of performance is twelve to fifteen (12-15) months from the notice to proceed (NTP). WORK FLOW 1. Kick-off 2. Data Driven Model, Economic Analysis, Existing Service Delivery & Physical Asses Assessment 3. Comparison 4. Service Delivery Plan 5. Facility Master Plans (FMP) 6. IP Report 7. Collaborate on Process Improvement 8. VACO Presentation B. GENERAL REQUIREMENTS 1. The Contractor shall provide sufficient health systems delivery planning, medical facility planning, architecture, engineering, data analyses, and related services including technical and administrative support services as necessary to accomplish the tasks within the performance period. 2. All written deliverables shall be free of format, grammar, and spelling errors before submitting to VA. A Glossary defining statistical and technical terminology shall be provided. 3. The following requirements apply to the SOW: When a milestone deliverable is required in draft form, the VA will complete its review of the draft deliverable within 5 business days from date of receipt. This requires the Contractor to provide readily accessible documents, with instructions if necessary. The Contractor shall have 7 business days to deliver the final deliverable from date of receipt of VA s comments. 4. The Contractor shall provide, via email, a summary of all Government-Contractor meetings within two business days after completion, unless otherwise specified in the SOW. Summaries will contain list of attendees, purpose, major issues, progress/decisions, and next steps. C. SPECIFIC MANDATORY TASKS & ASSOCIATED DELIVERABLES TASK 1: Kick-Off [Preliminary Requirements & Introduction] (Work Flow Diagram Step 1) Shortly after the notice to proceed (NTP), the Contractor shall participate in briefings to the VA/VISN leadership to explain the process, outcomes (deliverables), and the timeline based on IP process steps. The Contractor shall secure an electronic storage capability and transfer process for project information that may include sensitive and aggregate patient data, with VA access maintained for at least 3 months after completion of contract work. The system must be sized to hold VA furnished data, reports, site drawings, Service Delivery Plans (SDP), Facility Master Plans (FMP), and all materials in progress. The system must be secure and provide for access by VA staff. The Contractor shall create, and update monthly, a Master Schedule (MS) using MS Project to identify all deliverables with corresponding due dates and meetings associated with each step of the process. The MS must be coordinated with the VISN Planner to adhere to existing governance structure, allowing advanced notification to clinicians to avoid affecting patient appointments. Any delays in the schedule will be documented. The Contractor will host and conduct weekly teleconference calls to review progress and to identify issues that require resolution. Deliverable 1.1: File Sharing Platform (Due 1 week after NTP) Deliverable 1.2: Master Schedule posted on the electronic site (Due 2 weeks after NTP) Schedule to be updated on a monthly basis Deliverable 1.3: Kick-Off Meeting (Presentation materials due 1 week prior to Kick-Off meeting) Deliverable 1.4: Weekly Teleconferences, with agendas and minutes (Agendas due 1 day prior to call; Minutes due 1 day after the call) TASK 2: Data-Driven Service Delivery Model (Work Flow Diagram Step 2a) The Contractor applies Guiding Principles to Veteran demographics and VA enrollee and utilization projections by Market, Sector, County, and by Zip Code in highly urbanized areas. Primary Care Service Areas (PSA) and Points of Care (POC) within PSAs are defined. Market priorities are based on criteria in Guiding Principles to define each Service Line in the Continuum of Care. The Data-Driven Service Delivery Model is developed for each Market to be used as a stretch goal later in the process. Deliverable 2.1: Data-Driven Service Delivery Model Maps for Base Year + 10 that convey the results of the analysis in written and graphic form to be utilized for comparison with existing service delivery by Market Deliverable 2.2: Base Maps with Strategic Planning Categories (SPC) for each PSA by Market TASK 3: Existing Service Delivery & Physical Asset Assessment (Work Flow Diagram Step 2b) The Contractor shall assess the existing clinical inventory and delivery system at both the Market and the Facility level based on their analysis of the VA Data Set. The Contractor will assess VA-owned physical assets (including NCA & VBA) to determine the capacity of the current delivery system (space, staff, functionality, adjacencies, FCAs, etc.). Only the following Major Leases will be inspected and evaluated: Bend Community-Based Outpatient Clinic (CBOC), OR; Salem CBOC, OR; Fairview CBOC, OR; Eugene CBOC, OR; and, North Idaho CBOC, ID. All other leased clinical facilities will be profiled (no Vet Centers). Engineer(s) shall evaluate infrastructure at each VA-owned site. The Facility Asset Assessment supports development of the FMPs. Deliverable 3.1: Existing Service Delivery Model Maps by Market summarize existing and potential service delivery capabilities for each Market Area in graphic and narrative form (Due 2 weeks prior to Comparison Meeting) Deliverable 3.2: Physical Asset Assessment Report provides analysis of existing physical structures and infrastructure at each site in graphic and narrative form (Due 2 weeks after the last site visit) NOTE: Site and building plans should be produced to serve as base maps for FMP development scenarios. These base maps shall also be used to graphically illustrate conceptual (with bubble drawings) and detailed (with general departmental boundaries based on Resource Allocation Plans) SDP proposals. MEETING: On-site investigation (Duration: 1 week at each VA-owned VAMC) TASK 3.5: Economic Analysis (Work Flow Diagram, Step 2c) Provide analysis and in-depth market research on current and future enrolled Veteran healthcare demand and capacity of federal and non-federal healthcare providers to meet the demand in all markets. Prepare a snapshot summary of all major commercial providers within the VISN. Identify and utilize a published source of future local health care delivery capacity for inpatient admissions, primary care visits, and special care visits for purposes of analysis. Prepare a general estimate of utilization and cost by strategic planning category level for additional care in the community under the Veterans Choice Program. This will consist of an analysis of estimated commercial payer data compared to Medicare rates by VA strategic planning category, as available. Make recommendations as to the appropriate mix of VA and community-based provided care for the population of enrolled Veterans projected in all markets; including needed VA facility modifications (as-is and traditional construction scenarios) and new construction to complement what is likely to be available in the community. Deliverable 3.5.1: Economic Analysis and Care in the Community Recommendation report and summary by Market. (Due 2 weeks prior to Comparison Meeting) TASK 4: Comparison (Work Flow Diagram Step 3) The Contractor will analyze the information obtained from existing service delivery and economic analyses and compare to the Data-Driven Service Delivery Model and present the information to VA. The purpose is to confirm PSAs and determine geographic distributions of points of care for primary, secondary, and tertiary services as compared to the location of existing assets. The Contractor shall conduct a meeting to discuss this comparison and obtain local input on sensitive issues at the Comparison Meeting. Discussion will guide the Contractor on development of the conceptual Service Delivery Plan (SDP). Deliverable 4.1: Market Area Plans showing comparison of Existing and Data-Driven Service Delivery Models in preparation for the SDP Meeting (These are wall-sized maps.) Due at the meeting Deliverable 4.2: Potential Non-Facility (non-capital) Options for services recommended not to be provided by VA in preparation for SDP Meeting (See TASK 5) Deliverable 4.3: Conceptual SDPs by Market (incorporating non-facility recommendations) developed at the Comparison Meeting (See TASK 5) MEETING: Conducted by Market (Duration: 2 days per Market) TASK 5: Service Delivery Plan (SDP) (Work Flow Diagram Step 4) SDPs are developed for each Market and each existing and/or proposed VAMC and CBOC. SDPs shall address mismatches identified in the Comparison step, obtaining VISN leadership approval for specific services at locations to improve Veteran access. The SDP shall be based on the Health Care Planning Model (HCPM) to optimize existing assets and limit capital investment through alternative delivery solutions. This includes identifying services to be offered through non-facility solutions, defined as those that do not meet the threshold for VA capital investment. This may also include new strategies proposed by VA to supplement services in partnership with established healthcare systems. New points of care are recommended based on demand, taking into account the existing and planned transportation network, referral patterns, academic affiliations, and available private/public services. The Contractor shall identify and list all potential non-facility options, complete a financial analysis (make vs. buy) for each to determine cost effective solutions. The final SDP is derived from the initial conceptual SDP and incorporated in a Resource Allocation Plan (RAP) that defines the details of the SDP. RAPs are outlined according to key characteristics for each service line based on projected demand. Integrating NCA and VBA allows for potential, temporary use of excess/reserved NCA land for medical services, allocation of excess medical center land for NCA use, provision for VBA space in medical centers, or the excess of VBA space in medical centers for medical services. NCA and VBA assets and services are reflected in SDPs and FMPs as appropriate. Deliverable 5.1: SDPs by Market/System (RAPs) for each Facility; SDP revised as necessary and presented via an online meeting (i.e., Web Ex, GoToMeeting, Lync, etc.) within 2 weeks for approval by the VISN Director Deliverable 5.2: Facility Mission Template presented with the SDP (Tool provided by VA) Deliverable 5.3: Preliminary Facility Plans with departmental boundaries based on square footages in the RAP MEETING: Review Deliverables from TASKs 4 and 5 (Duration: 2.5 days per Market; Break-out sessions by Facility) ONLINE MEETING: SDP VISN Director Approval (Duration: 2 hours + 1 hour per VAMC) TASK 6: Facility Master Plans (FMP) (Work Flow Diagram Step 5) The Contractor shall develop FMPs for each VA-owned campus based on the assessment work completed in Phase 1, and in accordance with FMP requirements noted in the VAIP Handbook. Each FMP must identify the highest priority investment(s) to meet the strategic goals and mission of VA. Plans shall reflect the programs and workload projections in the approved SDP, with consideration of historic, environmental, infrastructure and related site characteristics. Impact of centralized support services also influence plans. NCA and VBA actions are incorporated as applicable. FMPs prioritize projects for submission in SCIP based on the 10-year SCIP planning horizon. Plans are to be provided in an electronic format that can be easily updated by Facility staff. The same team that conducted the Facility Assessment shall develop the FMP for that site. Deliverable 6.1: Block Diagrams illustrating a minimum of 2 options for each VA-owned Facility, including sequencing and estimated costs (Due 1 week prior to 1st FMP Meeting) Deliverable 6.2: Proposed FMP(s) with sequencing and costs presented for approval; if a Major is proposed, then an alternate plan based on Minor projects is required (Due 1 week prior to 2nd FMP Meeting) Deliverable 6.3: Prioritized Capital Projects by Facility listed by year to accompany the FMP for SCIP submission preparation by the Facility (Due at 3rd Online FMP Meeting) Deliverable 6.4: Prioritized Capital Projects for the VISN listed by year and by category, e.g. Major, minor, NRM, lease (Due 2 weeks prior to IP Report submission at the IP Presentation for Leadership) MEETING (FMP A): On-site work session/presentation (Duration: 1 week at each VA-owned VAMC) MEETING (FMP B): On-site work session/presentation (Duration: 1.5 days at each VA-owned VAMC) MEETING (FMP C) or ONLINE MEETING: FMP VAMC Director Approval (Duration: 2 hours per VAMC on site or 1 hour conference call, depending on complexity) TASK 7: IP Report & Presentation for VISN/VA Leadership (Work Flow Diagram Step 6) The Contractor shall prepare the IP Report for VA/VISN with separate sections specific to NCA and VBA for approval by NCA and VBA Leadership. This narrative document explains the overall strategy and recommended plans to achieve improved service delivery. The report is a concise compilation of information and follows the IP Report outline found in the Appendix of the VAIP Handbook. Deliverable 7.1: Power Point Presentation for final ELC Meeting (Due 1 week prior to Presentation) Deliverable 7.2: Draft IP Report (Submitted at Presentation) Deliverable 7.3: Final IP Report (Due 2 weeks after Presentation) MEETING: Contractor and VAIP IPT at regularly scheduled ELC meeting at VISN headquarters (Duration: 2.5 hours) TASK 8: Lessons Learned (Work Flow Diagram Step 7) Following the final IP presentation, the Contractor will conduct a meeting to review the IP process. In collaboration with the VAIP IPT, the Contractor shall document Lessons Learned. This includes recommendations for process improvements related to work methods and techniques used by the Contractor and requests for additional information needed for inclusion in the VA Data Set. Lessons Learned shall be tracked and identified by the Contractor and the VA PM as the project progresses so that improvements can be incorporated immediately into this and other efforts as applicable. Deliverable 8.1: Recommended Process Improvements (Due 1 week prior to VAIP IPT Lessons Learned Meeting) Deliverable 8.2: Final Process Improvements (Due 1 week after VAIP IPT Lessons Learned Meeting) MEETING: Contractor and VAIP IPT following ELC Presentation at same location (Duration: 3.5 hours) TASK 9: Executive Level VACO Presentation (Work Flow Diagram Step 8) The Contractor shall participate in a Final Presentation at VA Central Office which shall include an overview of the following: (a) Integrated Plans (services and facilities) for the VISN noting significant changes in patient and service distribution; (b) Non-capital recommendations; (c) How proposed actions help achieve VA strategic goals; (d) FMP components describing the nature, scope, cost, and time-frame for projects; (e) list of prioritized projects for the VISN; and (f) NCA and VBA integration, environmental and historic impacts, and related issues. MEETING: Presentation by VISN Director, VISN Planner & CFM PM at VACO (Duration: 2 hours) D. CHANGES TO STATEMENT OF WORK Any changes to this SOW shall be authorized and approved only by the CFM Regional Office Contracting Officer (CO) in writing. Costs incurred by the Contractor through the actions of parties other than the CO shall be borne by the Contractor. E. GOVERNMENT FURNISHED PROPERTY AND INFORMATION VAIP Handbook and VA Data Set. F. CONTRACTOR EXPERIENCE REQUIREMENTS KEY PERSONNEL 1. Any personnel the Contractor offers as substitutes from the base contract shall have the ability and qualifications equal to or better than the key personnel being replaced. Requests to substitute personnel require a written explanation of circumstances submitted to the COTR and the CO at least 14 calendar days prior to making any change in key personnel. The Contractor shall submit a complete résumé for the proposed substitute, any changes to the rate specified in the order (as applicable), and any other information requested by the CO to approve or disapprove the proposed substitution. The CO will evaluate such requests and notify the Contractor of approval or disapproval within 5 business days. 2. Personnel assigned by the Contractor to perform work on this SOW shall be acceptable to VA in terms of personal and professional conduct and technical knowledge. The CO may notify the Contractor and request removal of any person found to be unacceptable in terms of technical competency or personal conduct during duty hours. The Contractor shall immediately remove and replace the personnel at no additional cost to the Government. Employment and staffing difficulties shall not be justification for failure to meet established schedules. G. SECURITY REQUIREMENTS CO to provide security requirement based on the FAR and local facility regulations. H. CONFIDENTIALITY AND NONDISCLOSURE It is agreed that materials deemed relevant by VA which have been generated by the Contractor in the performance of this SOW are the exclusive property of the U.S. Government and shall be submitted to the COTR with a copy to the CO at the conclusion of the SOW. I. OTHER 1. All online meetings will be conducted through Microsoft LYNC. VA staff has ready access to and are familiar with the software. 2. All service delivery planning to be conducted by a single firm no splitting of VHA markets will be permitted.
 

Web Link

FBO.gov Permalink
(https://www.fbo.gov/spg/VA/vacoofmae/vacoofmae/VA10117R0333/listing.html)
 

Document(s)

Attachment
 

File Name: VA101-17-R-0333 VA101-17-R-0333_3.docx (https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=3387190&FileName=VA101-17-R-0333-012.docx)

Link: https://www.vendorportal.ecms.va.gov/FBODocumentServer/DocumentServer.aspx?DocumentId=3387190&FileName=VA101-17-R-0333-012.docx

 

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Record

SN04457879-W 20170405/170403235250-6c57b3da8d868c2e1a921fc2fc0ecdb4 (fbodaily.com)
 

Source

FedBizOpps Link to This Notice
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